Maximize Your Practice's Potential. Small Changes, BIG Impact with Dr. Kory Wegner 0101

Welcome to The Dental Wealth Nation Show, where we empower dentists to increase their net worth and make a significant impact in their field. In this enlightening episode, our host, The Dental Wealth Nation Intro Guy, sits down with the highly accomplished Dr. Kory Wegner, CEO and founder of Coaching for Success, to unravel the strategies for maximizing your dental practice's potential.

Dr. Kory Wegner brings a wealth of experience to the discussion, offering invaluable insights into the small, yet profound changes you can implement for a substantial effect on patient care, team dynamics, and overall business success. Dentists and dental professionals tuning in will find a trove of actionable advice to refine their practice methods and enhance profitability.

With Dr. Wegner's innovative perspective, we delve into the intricacies of modern dentistry, emphasizing the role of ethical selling and the significance of patient-centered treatments. Discover how focusing on a select number of procedures and tools can not only streamline operations but also alleviate practitioner burnout and elevate patient satisfaction.

The episode also covers the crucial aspects of practice management, from marketing to scheduling, pinpointing the need for dental coaching and consultancy to tackle the unique challenges faced by solo practitioners and larger practices alike. Dr. Wegner's insights into cultivating a thriving workplace culture and the importance of connecting with team members are indispensable for any dental leader looking to retain talent and foster a harmonious work environment.

Moreover, Dr. Wegner candidly shares his experiences with Dental Service Organizations (DSOs), offering sage advice for those considering such transitions. Listeners will learn the importance of due diligence, contract negotiations, and preserving clinical autonomy in these arrangements.

For a limited time, Dr. Wegner extends an exclusive offer to The Dental Wealth Nation Show listeners: a substantial discount on his coaching program for early responders. Alongside the valuable content shared within the episode, our guest provides an opportunity for free coaching calls, further solidifying his commitment to uplifting the dental community.

 

Discussion Questions:

1. How can dental professionals begin to implement small changes in their practice to create a big impact without overwhelming their team?
2. Dr. Wegner discussed the significance of magnification in dental work. What are some steps a dental practice can take to ensure they are using the most effective tools for visualization and precision in treatment?
3. What are the key factors that dental practitioners should consider when searching for a coach or consultant to improve their practice operations?
4. Ethical selling within the dental practice was emphasized by Dr. Wegner. How can dental teams improve their approach to selling treatments and services to ensure they are patient-centered and ethical?
5. Dr. Wegner streamlined his practice to focus on 8 essential procedures. What criteria can dentists use to decide which procedures to focus on, and how might this decision affect their practice?
6. What are some potential risks and benefits of dentists selling their practices to join Dental Service Organizations (DSOs), and how can they prepare for the transition?
7. Dr. Wegner highlighted the importance of building trust with patients. Can you share additional tactics or experiences for cultivating strong relationships with patients?
8. Considering Dr. Wegner's experience, how can dentists effectively involve patients in treatment plans and ensure their needs and wants are addressed?
9. How can dentists maintain their passion for the profession while managing the stress and potential burnout associated with running a dental practice?
10. The Dental Wealth Nation Show focuses on maximizing net worth for dentists. Based on Dr. Wegner's insights, what are some key strategies dentists can employ to enhance their financial stability while providing excellent patient care?

 

This engaging episode of The Dental Wealth Nation Show is a must-listen for dental professionals eager to refine their practice, boost their operations, and achieve dental wealth. Be sure to visit dentalwealthnation.com for additional resources and strategies to transform your dental practice, and don't forget to book your coaching call with Dr. Kory Wegner to embark on a journey toward unparalleled practice success.

Episode Transcript

(00:04):
As a driven dentist, you see the world differently, where some
see scarcity You see abundance. When others wanna give
up, you keep going. You're building an amazing life
of significance. That means you can't rely on ordinary
advice from ordinary advisors to get to your goals. You want
advice that's going to maximize your net worth so you can

(00:26):
take even better care of the people you love the causes you care
about and make your dent in the universe.
But the fact is this advice remains hidden because
relatively few professionals are well versed in them, and the extremely
affluent Don't care to let you know about them. Join
us as we pull back the curtain to reveal the often hidden

(00:49):
that Bice and strategies used by today's most successful
individuals and families. Welcome to Dental
Wealth Nation. Here's your hope. Tim McNeely.
Welcome everyone to another edition of the Dental Wealth Nation Show, and I'm
so excited that you're here today because by the time we finish the

(01:10):
day, you're gonna know what things you should focus on and what matters
when you're growing a dental practice. I don't know about you, but there's a lot
of things you can do, and I'm gonna argue you wanna pull the levers that
are gonna have the biggest impact in your practice and really magnify
the amount of effort that you put You're gonna have a new mindset and some
tips on what to approach and what to change in your general practice, but

(01:32):
what what I am most excited about for you is by the time we finish,
you're gonna feel excited and revved up about going back and making the
changes in your practice that actually matter that are gonna give you some
tangible results. And when it comes to helping you make tangible results
in your practice, Doctor Corey Wagner is one of the best. He's the CEO and
founder of coaching for success. And what,

(01:53):
Doctor Wagner did is pretty or Wagner did is pretty special. He's one of the
5% of the highest producing dentists in the
country. And what really gets me excited about him is he loves
seeing you succeed. In fact, he may get more excited about your
success than you do. Corey, welcome to the show. Hi, Tim.
Thanks for having me on. Oh, man. I I am so excited. And I I

(02:15):
couldn't think of a more important topic because, there's a lot of
levers that that people can pull in their dental practice when trying to improve things.
Aren't there? A lot of levers to pull and a lot of hats to wear.
Yeah. And and and so can you share a little bit about, you know, kind
of your background and some of the key elements that that help transform
you so that you could become one of the top 5 percent of producing dentists

(02:36):
in the country? Well, yeah. So so one of the
the one of the first things, I mean, this goes way back. I was in
8th grade. So I was in a small town. Had a dentist that, you
know, was mean and, the whole
facility was a little dirty. And he used to have,
cigarette going and he would smoke, no gloves. And if you cried, he

(02:57):
yelled at you, you know, this was this was the kind of thing that horrified
people. Why nobody ever wanted to go to the dentist, and I did go kicking
and screaming. I was not happy. So all of a sudden, new gentleman moved into
town. His office was light bright. It was airy. It
was very different. And I had had a gap in between
my front two teeth, a diastomer between 8 and 9 as we know it.

(03:19):
And I went there and he had said, you know, we have some tooth color
filling material tooth color filling material. What is that? Right? This is this is
unheard him. So he decided to do a little bonding and to fill that
gap. That was it. I mean, that little thing. It didn't
require any shots. It looked fantastic. I had always hated the
gap and never even thought about it or talked to my mama because I didn't

(03:41):
think there was an answer. This guy was so nice.
The staff was so nice. I'm like, here's something
I hated so much. And all of a sudden, I don't hate it anymore. I
like this. So that was it. I never changed my mind. I went through high
school and college. I was gonna be a dentist. Now granted, I was going to
be a pro football player first. That just didn't turn out. So

(04:03):
I did play college, but I stayed the course. I did my pre dad only
got to dental school, and that was That was really that that one little
thing. So I guess part of a lesson in that is
you may not think what you do with a patient. Is of
importance or great impact. But I'm here to tell you,
living proof, all it took was that one little thing that one

(04:25):
little change that was better than what I was used to receiving.
Made all the difference in the world. Not not only was I hooked
on that office and going to this practitioner and everything they did,
and I was okay with it. And even as I got older, I was okay
to pay them and do whatever because I knew they were good and they cared.
But it changed my life, and it's such a different way. And I was just

(04:47):
so ready to be a dentist and just so
cited because of something that I knew to be so
different. So that was that was kinda where I came from. And there was no
dentistry in my family. Everybody said, well, you must come from a dental Nope. I
don't have we have all construction blue collar, you
know, plumbers and electricians and carpenters and stuff like that. So I I kinda broke

(05:08):
off into my own thing. Knew nothing about it, and it's just what I
wanted to do. Wow. So so where does this concept
that you talk about? Right? Focusing on the things that matter. Is that part of
how you were able to to really, you know, succeed and do so
well at dentistry was focusing on the right things and and how did you
discover the right things to focus on? That's a great question. I'm

(05:30):
not sure. I'm I'll tell you. I'm I'm definitely sure, I guess,
that that it was not on me. Right? I think after the
1st year and it really only took that long. After the 1st
year, I was fairly gutsy. A lot of my you know, dental student,
friends and my classmates went out and became associates with somebody
else. It just didn't sound that great to me. The

(05:52):
offerings weren't that great. It was really bad hours. It was
really low pay. It was we're not gonna let you do any of the big
treatments for a while. I mean, half of the places around and greater
Milwaukee, Wisconsin area, they literally wanted you to do
hygiene as a doctor. It's not why I went to school. Not what
So I pulled my big boy pants on and I,

(06:14):
found a headhunter and found a practice of 2 retiring dentists
in That was it. I I I purchased that. And,
you know, for me, and part of the reason why I really love the
consulting coaching now is it took me a good number of
years to make a good number of mistakes
to where Either the coaching consultant helped reverse

(06:37):
those, or I learned a very terrible, sometimes expensive lesson.
I would like to be have people shorten that learning curve.
Yeah. Well, what was one of those lessons that was hard to learn?
Well, One of one of the things that in in this, I've
got a I've got a list of different things we could talk about, but that
that lesson honestly is owner doctors

(07:01):
need to understand pretty much all facets of their
business. I didn't do that.
I think most dentists understand that dentistry or dental
schools don't teach you business. I mean, I I can't for every done
in school. I came from Marquette University School of Dentistry. They were wonderful. We were
clinically really, really tight on what we learned.

(07:23):
However, I don't remember one little class on
on business. I don't remember one class on how to,
you know, budget your money and how to you know, do
financial things like with yourself with a financial advisor. Any any talk
about that, there wasn't none of this. I'm I'm actually shocked that many
people get out, start a practice and and make it, you

(07:45):
know, make it big anyway. So for me, You don't you don't
have to do everything, but you need to understand it. It's because one of those
one of those things that that came about was when I purchased
from 2 existing doctors, I was stolen
from from the office manager because I walked into an
office with a team that was used to the other guys. They didn't know me.

(08:07):
Yeah. And I don't think they really cared. So all of a sudden, that
happened. And then I got some new people in, and I got I got
robbed again. So I wasn't doing any
checks and balances. I wasn't looking at the books. I didn't understand the numbers.
Hell, I was doing everything I could just to kind of stay afloat clinically.
Although, you know, when when when you were finally taught

(08:30):
that and I I was shown how to do some checks and balances and
how to look at the numbers and what to be looking at, It's not that
hard, but you have to be willing to step in. I know a lot of
practitioners, they they love the dentistry. They don't love the business or they love the
business. And they don't do the dentistry. I think
a lot of people are specializing kinda now either, you know, you're a dentist

(08:52):
and you to be an owner and next thing, you know, you have 10 practices
and you never touch a tooth, but you manage everybody. That's okay. There's nothing wrong
with that. Or you are just a clinician and you get a
really, really strong office manager that you talk with a lot and trust, but you
still have to look at the Yeah. So there's no way around
that. Alright. So so, really, the the lesson there is, right, paying attention

(09:13):
to the things that go on in your You don't have to do them, but
you need to be aware of them and know what things to look
at. Well, and the bottom line also in that is if
you don't understand how the front office
works, how are you gonna train the next receptionist
to a house manager? And yes, you can have your people train that person,

(09:34):
but what if you don't really know if that top person and I've had it?
I've had some very bad top people So then
those lessons and the teaching just go downhill from there because they're they're
teaching things that you didn't even know they were teaching and that you didn't want
them to Right? So you have to be part of
that. Excellent. No. Great great advice. And

(09:56):
so You listen to the Dental Wealth Nation Show. This is Tim McNeely. We're talking
with Doctor Corey Wagner about the little things that you can do in your
practice to get some big results. And so, you know, let's dive in
and talk about some of those little things that often get overlooked. Right? You
you've done this a number of years and, you know, you've and in just a
couple dental practices. And so what are some of the little things that you

(10:19):
really see that get overlooked that can make a significant
for the doctors who are listening today. Right. Well, okay. So one of the things
I know when you're a doctor owner and you get in and you've got all
kinds of things to take care of because you're the lead clinical,
you know, practitioner in your practice. You
you kind of overlooked. At least I know I did, and I've seen my

(10:40):
clients do it too. They overlooked their team.
Sure. They know the hygienist has her job. The assistance have their job, but you
kinda like brush over it and you leave them to their devices and you, you
know, you don't really get involved too many other things
and you just go about your business and hope everything works out well. Well, that's
that's not good enough. I learned that the hard way too. You don't wanna be

(11:01):
their best friend, but, boy, you better be you better be
connecting with them. And I think it's a lot different even nowadays. I
noticed there's much different trends going on than it used to be used
to be able to just tell people exactly what you wanted and you probably get
what you wanted. And if they didn't really love you, they understood you're still the
boss and sometimes you're not the best friend, but you gotta say things but

(11:22):
now It's a little tougher because people are
very sensitive these days and and gosh, if you if you try
to reprimand somebody or you know,
correct them on something. You better be very careful how you do it. They get
so hurt, and it's it that might be sad, and that might be hard to
deal with. But you have to deal with it. Right?

(11:44):
So if you treat your people more like you want to be
treated, you're going to be at to get more out of
them, and they will respect you more. And they will listen, but you can't be
the guy who's just throwing around the stuff and yelling at people and telling them
what to do, but you don't ever really check-in to see how they're.
One of the best things I ever did was start to go around at the

(12:05):
end of the day before I'd leave. And for years, I would just leave. I'd
say, goodbye in general, but I never, like, go individually. And then
the last maybe 15, 20 years, I started going around and I
started individually You did such a good job today.
Right? But, you mean, people wanna be appreciated. I wanna be appreciated.
I never really realized how much they wanna be appreciated. The the team really

(12:27):
does. They work hard. I mean, my team worked really hard for me. I They
worked hard. I had some people. I had to let no. Of course. But the
ones who stayed, you gotta take care of them. But when I'd ask them and
what can I do for you to make your job better? I mean,
people are throwing back. They don't even know how to answer that, but -- Wow.
-- when you're comfortable with that and they start, well, you know, if we could
do this in the backroom and finding that this flow doesn't work and if this

(12:51):
thing was over here. If we had that machine, whatever, that's a great idea. Let
me put that down. Let's talk about that again. And and you have to actually
wanna commit to trying to make things better, but you'd be shocked
if you can do some little things to make and some of it that they
come up with is usually not big stuff. It's usually smaller items
that they want. Some little thing that's gonna make

(13:13):
their job to help you to help the patient better,
man, do it. Do everything you can to try to make it happen. You'd be
you'd be shocked how hard or how much harder they'll work for you.
I found that, and I found that. I wish I had done that in the
1st 10 years, but probably took me the last 20 years where I really started
doing it, but it made a big difference. Wow. So so really, like

(13:34):
like, it's a small and as simple as spending the end of the day,
spending a couple minutes and asking your team members, how can I make your job
better? How can I make it easier? What can I do to make things better
for you? Like like, that can have a massive impact. Right.
Yeah. Is everything okay? Because you'll find if you don't
try to get the team to open up and I I bet you a bunch

(13:55):
of doctors are not in their heads right now. If you don't work hard to
connect with them and get them to open up, the next time they'll
connect with you is when they say doc, can I have a moment?
Can we talk? That's the last thing you wanna hear because you know what that
means? They just found another job and they're gonna quit, but they never told you
that they had a problem in the office. They never told you they had a
problem with that that other assistant. They never told you that they felt

(14:18):
like they were just being overlooked for this or or not
given a raise when they should whatever. But when you connect
with them and really connect with them and you show that you care a little
bit. Right? And again, up to even you can reprimand, but
you never Pick on the person. You bring them in. You never do it in
public. You always do it in private, and you address the issue. You don't attack

(14:40):
personally. Right? This sounds so simple and basic. But
people do it on accident because they just wanna get this
done or they're mad and you gotta you can't go into anyone and those
little differentations, if you will, those little meetings met. You have
to be very business. Like, you're the boss. You're you can't get all worked up
about little things. Yeah. Unless it's really heinous, I don't

(15:02):
think most of your team really I don't think they were trying
to mess with you or or may make something bad and stuff
happens. Right? And that's perfect. So you you gotta be you gotta be willing to
just, again, you gotta connect. Okay. So so connecting with your
team. What what what's maybe 1 or 2 other little things that that someone can
go back and start doing tomorrow morning? To really get some impact in

(15:24):
their practice. K. Well, one of the one of the things I found, you know,
treatment planning and selling, no selling. You know, it's always an
ugly word. And then -- That's a dirty word. Yeah. But but it
isn't, is it. Now if you Or if
someone if you're dealing with someone and they come in and they want they want
a a Blu ray and you're trying to sell them an a track, okay, that's

(15:46):
not good selling. Right? You're trying to jam that down their throat and make them
buy something they don't need or want. But there is ethical selling.
Yeah. And everything we do, I have every position in that dental
office. Is a sales position and starts from the first phone call, starts
from the receptionist who gets that call or meets that person who comes
in. The hygienist who takes them in for their new patient business. It's all

(16:07):
selling. So I I always had my team read a
book called ethical selling. I forget who the author is, but it was it was
fantastic, but it showed that If you are trying to
solve a problem for someone, that's not
bad selling. That's they came in for a reason. Right?
So I I always try to get my docs when I work with them to

(16:30):
properly sell And part of that is when I first got into practice 2,
I did it wrong. I jammed my treatment plans down their
throat. I knew what they needed. And I told them so, and they
needed to do this, this, this, this, and this. Funny thing is they
almost all did the stuff, but they weren't referring anybody.
And we didn't figure this out for for a good year. So in, like, why

(16:52):
is nobody referring well? Finally, we we kinda got it.
One of the consultants helped me, actually, one of my team members even even got
to me and and said, you know, we're telling them what to do,
but we're not actually we're not educating and
we're not really discussing. So when I really turned that around and
one of my consultants really helped me with this, was we learned how

(17:14):
to discuss the treatment. We learned how to involve the patient. I mean, we'd
always used an intraoral camera But now instead of just saying,
see, this is what you need, we ask questions.
Asking questions is one of the best ways to get a patient
say yes to treatment. Because when I put up, you know,
times 32 on a big TV screen, a big giant tooth of the crack

(17:37):
across the silver filling, can't just tell them it's there. I don't even know
if they're looking. Mhmm. And I've had people do this before. Yes. Yes.
Yes. Yes. Doctor, I get it. Okay. Perfect. Go up to the front
desk and everything I said somehow gets sucked up into the upper air
vents, and they talk to the finance coordinator, and they don't even know what they're
talking about. Well, he didn't seem to say anything was I I don't know what

(17:59):
you mean. What do you mean? I need 3 crowns. Well, when you ask a
patient, do you see that crack? Right?
You have to wait. You have to get them to answer. If they don't see
it, then you did something wrong. Then it's on you.
It's not on now. And, you know, back in the day, right, we had everybody
look at their teeth on a little tiny x-ray. Well, nobody could see anything. It

(18:19):
was horrible selling. I mean, people did it if they trusted you, but
for for the most part, I remember my my own mom and dad. I I
don't know that they ever really knew why they did the dentistry they did. And
sometimes when I heard about what they did, I'm not sure why they did it.
But, you know, nowadays, we have the technology. We can show people. We
have the intraoral cameras. We have all kinds of technology to show people, but you

(18:42):
still you still need to be interactive with that patient. And when we
ask them, do you see it? Would you like to
avoid the next step. Because when we go past this crack
filling, you're going to go into a
root canal if the it gets down. So if we do a crown, I can
head off that road canal. Would you like to avoid that?

(19:03):
Yeah. Yes. I would. That would be great. K. So,
again, if we take this giant filling and take that out,
clean it, put in some filler material, then shape our own you a nice, all
porcelain crumb, that would do it. So is that what you
you agree? That's what you want to do. Yeah. Let's do that.
Gosh. It changed my world. It it was the weirdest thing, and it was, again,

(19:26):
such a simple thing. Ask, don't tell, changed everything.
Yeah. Anyone listening to you tell those stories, right, it's a it's a
reminder for me because I I think so often we
forget that that selling is actually something good because if you
have products, if you have services, if you have things that are gonna make an
impact, on someone's life. I would actually argue you have

(19:49):
a moral and ethical obligation to sell as much of that
thing as possible. And to not do that is actually not
to serve your market, and it's to harm your market by not changing
lives. Yeah. And I think so often we forget that because somehow we
think that that selling and providing these services is somehow bad
And and I love that just whole concept of asking, asking, asking,

(20:12):
such a powerful reminder, Corey. Love that. Thank you. Well, and to go
along with that then, let's segue into the next little part of that. So
the other part of that is not only do you ask, but you
need to list Right? So -- What did you
say? Yeah. I have seen this so many times where a patient
would come in and the dentist would sit down

(20:34):
and go through there. And I'm not telling you that any one of
these dentists I've worked with was wrong. They saw
what they saw. They saw a treatment that was needed.
But did you ask the patient what they thought they needed?
Right? So this is a huge point, especially when we get new patients
in. You've got to create the relationship.

(20:59):
Relationships is everything in dentistry. Right? I
mean, because this is, you know, the mouth being the most intimate area you, you've
gotta create a little trust with those people? How do you get trust when you
just jam treatment down their throat and say, you come in next week, and we're
gonna do all this. Well, I just met you. Number 1, you gotta talk a
little bit. Right? So when I teach
everyone and the way I learned it too was what

(21:22):
are your major issues, if any. Do you know of anything
that's going on? I mean, not only did we have a a a bunch of
things, bunch of questions on a on a treatment sheet when you came in
an input sheet, but, you know, just to ask them and find out
what it is. And then from there, don't start still
loading up the treatment plan of the 18 things you found. Yeah. Why don't you

(21:44):
just address the one thing they knew they had? I've got a little hole in
the back. Raspberry seeds get caught here all the time. Oh, actually, I can take
care of that with a little tooth color filling. Guess what? The one thing I
learned too is don't put that treatment with a bunch of other big stuff and
then try to get it all at once. I'm just gonna have that person in
for that one little feeling because when I start with the small thing before I

(22:04):
ramp up into the bigger things, I'd create a trust on something
so easy that I know is going to be successful. You can
always tell me that a really deep old filling when you take it out
and you clean it, even though you're not on the nerve, you can't always tell
me that that patient's gonna have a 100%, you
know, satisfaction right from the beginning. Typically, they'll heal and feel

(22:26):
better. But they just met you for the 1st week. If it's sore and this
and that, that doesn't create a great response right away. Pick the easiest
things. Pick the things they know. And and go from there.
I'm telling you that was a winner too. That was that was huge for us.
Oh my gosh. That that's massive. Well, it was reversed of whatever I did before.
When I was young, I thought, you know, I was told always get the big

(22:48):
crowns, always get the root canal and things, especially get it in the
back teeth because once you fix the front and it looks good, they'll
never come back for the back. Well, that was old dental school training. It it's
completely wrong. Completely wrong. Do what they want. It's their
money. It's their mouth. Wow. Very, very
powerful. So so how do we tie this concept in? Right? We've been talking about

(23:10):
little things in dentistry that you can do to have that big impact. We've
talked about team. We've talked about, you know, how do you quote, unquote sell dentistry,
right, how do you do that ethically and talked about asking the right questions
and and and really guiding the patients along, but but there's also
some dentistry that makes more money than others. And so How do you
start tying this together with the procedures or practices that

(23:33):
that are most profitable in your office and doing that in an ethical way?
Yeah. That's a great question too. So, you know, I always make
this, analogy that, you know, you walk into one of those, you know,
big family restaurants. Right? And you open up the menu.
And it's a page of all this food, another page of all the food. You
flip it over. There's 30 items and shorty items. You flip it over. There's

(23:55):
50 items and 30 items. You flip it. Oh my gosh. How in the hell
can you make any of that food really, really delicious? Because
there's a 180 things on the menu. I'm sorry. That's just that's
overkill. I think Dennis is a dentistry is a little bit like
that. I mean, there's, if you look at the procedural sheets and the
ADA codes, there's a ton of them. Are we all gonna do all those

(24:17):
things? No. And and if you try to do all those things,
can you really afford the overhead of saving all
of those pieces and parts and materials, I'm gonna tell you probably
not. Find out what you like. Which is which is
probably the toughest part. Right? Some guys, I
gravitated towards root canal. I loved him, but I had a couple associates

(24:40):
who hated him. So I'll take them and here's some things
I don't like. I'll give you. So within that scope, that works. Other things
like a second molar root canal. They're very difficult for
a lot of people. The access is not easy. It's hard to see. There
are specialists ended on us that that's all they do. Sometimes they can
do a lot faster. And my thing is speed is everything. Right? In

(25:03):
dentistry, speeds, speed is is to make a break. And
dentistry is a hustle business. It is. You have to be willing to hustle. I'm
sorry. The overheads are high. You know, you don't make as much from
insurance nowadays and they cut that down and there's PPOs and things. So you you've
got to move. But what happens when you take a you
know, $2000 upper second molar root canal

(25:25):
that really should have taken 30 to 40 minutes maybe an
hour and that patient's in the chair for 3 hours. Did you do
any favor for yourself? No. Did you do any favor for the patient?
Absolutely not. So why not stick to the things you're really
good at in what you like? Maybe it's maybe
it's tooth color things. Maybe it's cosmetics. I I love cosmetic. I I did a

(25:47):
lot of smilemakers. That was huge for me. I got good at it. I trained
it because I loved it. Don't we all seem to be better at the things
we like? Right? So what if I dread and I hear this
from some practitioners too? I hate doing dentures.
But don't do them. Because, you know, but well,
the patient says, but but I want you to do it, but I don't do

(26:09):
that. Is is that wrong? Is it I'm listen. I
I know a lot of people out there, men and women dentists
who decided to, you know, do little little niche specialties
kind of thing. All we do is implants here. I mean, there's general dentists. They're
not moral surgeons. They just decided they love implants so much. That's all they
do. There are guys, and you know, there's a lot of people out there, guys,

(26:31):
and gals who all they wanna do is cosmetics. Good for you. Because
the thing is if you really like what you're doing and you niche it a
little bit, you're gonna be the go to person. That word's gonna
get around. Because it's really, really tough, and there's nothing wrong with it either.
If you love it all and you're good at it, but it gets really tough
to be everybody's everything. Right? Jack of all trades master

(26:53):
of none. Right? It's not. So -- So true. -- the other part
about that is what I found, just financially successful.
Is when you aren't doing every little treatment in the world, you
don't need every little piece of equipment. You don't need every spot in the
world. Well, talk about mainstreaming things.

(27:13):
Wow. One of one of the things, even in even the simple things,
even if you are gonna do a lot of things, I think everybody
understands in dentistry that there are little bird kits. They're little drill bits.
K? And they come in these they come in these little kits and there might
be, you know, like, 18 of them sitting in this kit. Well, this one's for
this particular filling, and this one's for this filling. And this one's

(27:34):
if you do a crown this way, but this is to prepare the crown. This
is to, oh my gosh, I was so sick of that and all the
reps coming in trying to sell me all this stuff. And we didn't know where
this bird was and then you're holding on all this inventory and you're gonna keep
tracking it. So I pulled everything down to
8 birds. I realized that there were 8 birds in the world
that I could fit in there that prepare a crown, do

(27:57):
a filling, polish everything, fillings, and edges
of porcelain, whatever. And and I found that these eight did everything. You
know, simple that was for my team to reorder and always make
sure that stuff stayed. Sure. Could I flip one out here and there? Because a
new thing came along. Yeah. But now I only have to look at those 8
and certain things to replace. Yeah. Can't keep adding stuff because it

(28:19):
just gets it's just overload and it's
mind blowing options you have. And then you get this, you know,
paralysis by analysis kind of thing. All you're trying to do always is figure out
which which thing should I use here? And it's just too much.
So -- Wow. Well, I think and do you think that
overload of having to focus on so many things and do so many

(28:41):
things? Does that ever factor into to doctors experiencing
burnout in their practice at all? I I think it I think it
does I think it does because you, you know, the minute you catch up on
one of the avenues, like, you get really good at implants or really good at
cosmetics, but you're trying to do everything, then you realize, oh, wait. The
parameters for periodontal, you know, surgeries and issues just

(29:04):
changed. And I gotta go to a bunch of seminars for I don't know what's
going on there. And and and it can be it can be just a a
lot. And again, not your fault. But if you're trying to be
everybody's everything in every facet of dentistry, I gotta tell you,
I don't I don't know how great you're gonna get at all those things. It
it just It's it's easier to reproduce fewer

(29:25):
things over and over again, and you get really, really good at those.
Wow. That's so brilliant. I I love that concept of just
working on the things you love, and that's gonna streamline your
practice. It's gonna make things those love parts. The love parts important
too. Right? Because when you hear dentists talk about what
they don't like or that they are getting burned out. Where does

(29:48):
usually come from? Usually comes from either either,
like, certain patients that they can't handle. Well, where do those certain patients come
from? Right? And and and it tends to be in
those individual practices different for all of us. It tends to
be because of the procedures you did. Like,
you're doing dentures, but you don't like dentures. And there was a gal who

(30:10):
brought in a bag of 8 dentures. And she wants you to do a new
one because none of these 8 doctors got it right. Really? They
didn't get it right. All eight? Guess what? You're gonna be number
9. You you're gonna be in that bag too because this person you
can't make happy. So when you take that stuff and you already hated doing dentures,
what would change in your world if you just did the procedures that you were

(30:32):
good at and you liked again? Now can you just do fillings for the
rest of you do nothing else? Okay. You gotta you gotta broaden a little
bit, but there are some real just good basics that get
you pretty far and they're specialists to do other things. If you don't
want to or an associate. And I really
grilled my associates. What things do you like? Well, heck, I

(30:54):
found I found somebody love the oral surgery and who take out
thirds when I'm like, I'm not sure if I'm gonna go for it impacted, but
if you train it, you like it, Awesome. We can we can refer
within our own office. Really powerful. Wow. No.
I I love that. And, Corey, you're just sharing some amazing
little tips. Right? These are simple things that you can go back.

(31:16):
And and they're gonna have a big impact on the practice. And so,
you know, you know, coming up to the end, and I know you've got some
specialist share with us here at the end. And so if you hang around a
little bit longer, Corey's gonna share something with you that I know you're
gonna wanna hear. But I wanna talk briefly about your
role and your practice. And when you exited, you were actually,

(31:36):
invited to stay on as the chief clinical office sir. For
a 120 office DSO. That's correct. Right? I was.
That's right. A lot of a lot of board meetings, a lot of interviews, and
they finally picked me and and wanted me to run, 200 plus
odd doctors out of 120 offices, and it was quite an honor. Wow.
I did not take it. Yeah. What it was quite an honor? Well, I I

(31:58):
and I wanna talk about this because I think it's important for a lot of
doctors today because they may be considering going to work for a
DSO because they wanna offload some of these things because they don't wanna be
in charge of the business side. They just wanna do the dentistry. And so they
they look at this and and you declined this offer. You write your chosen for
it, but you didn't move forward with it. Why was that? Okay. So

(32:19):
very hot topic. I am all a lot of dentists coming to me these
days asking me about this because when you get nearer
retirement, even if you're not there, it's better to think about it ahead of time.
Right? This is like whether you're financial planning. Right? You don't wait till the end
of the thing. You do it all the way along. So when you're getting within,
I would say gosh, 10 to 20 years. It doesn't have to be. You don't

(32:40):
have to wait till the last 5, and I really absolutely would
tell people not to wait. So I went
down that road because I was hearing of these multiples that
were huge. I probably missed the really giant multiples by
about a year. By the time I went through all the, you know,
again, the interviews and the the talks in the meetings

(33:02):
with with 2 different DSOs that were actually competing for my practices.
I wasn't really interested 1st and foremost, like many private
practitioners, I wanted to leave my
practices in the hands of my associates I wanted to maintain that mom and
pop private status. However, I talked to my
associates and they were not interested I had built my practices pretty darn big, and

(33:25):
it would have been a pretty big ticket for them to even buy together for
the 3 or 4 of them. So that wasn't gonna happen once I realized that
oh, heck, who am I gonna go to? Well, it's probably gonna be the DSOs.
Right? So they came calling. I did my due diligence, went
through everything, and they were offering some pretty good money.
So the interesting thing about that is and this

(33:46):
is getting to the point of why I didn't take the chief clinical
officer. When I got in, there
is something just very freeing
about doing your dentistry and having nothing else to handle.
I had no more calls to take during patient hours from
accountants and my marketing people and to the

(34:09):
assistants are fighting in the room, and I gotta go, you know, stop that
in in referee. And then there's, oh my gosh, it was just, you know, it
was not in stock. My personal production, even after, and
I was already so they told me top 5% in the country, whatever that
means. I, you know, was I was fast and it made made a lot of
money do we did a lot of treatment. We helped a lot of people. My

(34:30):
production went up by 19 a half percent the 1st year.
Crazy. I didn't even know I could get faster to be quite honest, but I
did have all this other extraneous things to deal with that they were
over with. It was just me and the patient and that relationship in my
work. Boom boom boom boom boom boom boom. I could just do it all day.
It was fun. It's really fun. Now, there are

(34:51):
some pitfalls and and this, I talk again. I talk with a lot of
dentists about this. I'm not saying going to a DSO is bad. I am
not unhappy initially when I sold to them. The people I
sold to were fantastic. They took care of me. The owner was
great. There's people in the in the C suite were great. Everybody treated me
wonderfully. And then they resold

(35:14):
my bad equity people who had no real clue
about how to control,
deliver, manage quality dental practices. Things got
a little ugly. Not only with me, but all kinds of other offices
within our company that I had talked to different practitioners, and it was a real
shame. It was a real shame. Yeah. I have since learned

(35:36):
how to avoid in the contract some of those pitfalls.
But when they finally came to me and I thought it was such an honor
to go ahead and be their chief clinical officer,
Unfortunately, I got low balled for about half of what I was making.
But if you've seen my list of duties and responsibilities,
it was probably about three times the work that I was actually doing in

(35:59):
my own office. So I'm like, okay, wait a minute. We're gonna do all this
work. And I'm gonna go from a pretty cushy, you know,
20 to 30 hour work week, and I'm gonna be working about 40,
50 the hours a week to manage all these things and lots of
lots of meetings, lots of things to go to, which I didn't mind,
but you're gonna give me this much. Oh, no. That

(36:20):
just that just didn't work for me. So, yeah, that's all it
went. Okay. Enter a thing. So what advice would you have to a
doctor who's maybe considering or looking at these things? What are the most important
things they should think through. Right? If you're coaching someone through this,
like that choice of, you know, should I join a DSO shouldn't like like, what
are the questions that they should be thinking through? Yeah. They're

(36:43):
and and this is the one thing I don't know that anybody can
can actually promise you is you need to
talk to some of their doctors that are current with them. That's
important. I I did with one doctor.
And, again, at the time, everything was great. And in the beginning, it was
great, but you need to talk to some doctors, anyway. You need to do your

(37:04):
due diligence and find out how do the other people who are in this community?
How do they feel? You have to try to get a a feeling
of whether or not
these these corporate people running this will
leave you to your own autonomy within your practice. You still
should be able to run your practice fairly similar to

(37:26):
what you did. Now they'll take over the business part of it and it
shouldn't be a really big you know, diversion away from where
you were as but especially clinically, that really shouldn't
change. You shouldn't have business people starting to crack
the whip on you and telling you how you have to produce and how fast
you have to produce. That's a no that's a no go. Right? That doesn't work.

(37:47):
The other thing is you are going to read some contracts. You need a
lawyer. I had a lawyer. My lawyer didn't do a very good
job. My financial guy at the time
didn't do a very good job. There was some really crazy
wording in there. And here's the thing. If you
doctor don't understand that wording right away,

(38:09):
that's a red flag. Right? It shouldn't be so
convoluted and crazy like our tax codes and things like that
that you can't understand. Now, I understand some of the legalese and legal
mumbo jumbo kind of things get in there, but when the numbers and they're they're
they all do these things. Of goals that you need to hit and the
parameters. We'll pay you X this year, but the next next year and you need

(38:30):
to produce whatever, you really better look at that. It's crazy. I now
know what to look at. I can help people with that, but we
also need, attorneys who really go through that. And if it
doesn't seem right, once you're really done looking,
it's not right. Wow. And you need to negotiate it.
You need to be able to walk away. Mhmm. You may like this

(38:52):
DSO, but if it doesn't make sense -- Yeah. -- don't do
it. So, wow. No. Hey. We've been talking about
such amazing things, Corey, and you've been just sharing so much
amazing simple little things that doctors can go
back and and implement in practice right away. Now you you mentioned something
early about the intra oral camera, and I wanna come back to this because I

(39:14):
know you lecture a lot on intra oral cameras and the importance of that.
And and kinda going off in a little direction, but I wanted to touch on
this before we we wrap up. Why do you love the intra oral cameras
so much? I I love it. I think it's the greatest teaching tool we've ever
come up with in dentistry. Again, back in the day, we were showing those little
tiny X Rays and say, hey. Do you see this little black triangle? That's a
cavity. People go yeah, sure, but they didn't see anything. I mean, they're just

(39:37):
they're either lying because they don't wanna look stupid or they just, you know,
just wanna get it all But the camera,
again, teaching and educating is is all
about you know, show and tell. Right? We are way more visual
than we are good listeners. Most of us are not good listeners.
You know, you hear things, but if you're nervous and people are already nervous at

(40:00):
the dentist. I don't know how much they actually hear. Like I said, I'd give
a full treatment plan. They go to the treatment coordinator and they didn't even think
they had anything to do. And I probably said that they had 18 things to
do. So, again, don't overload them, but that camera
shows everything in detail and you can point and you can ask
it. Make sure that they, the patient,

(40:21):
You have to hold them accountable a little bit. Do you see this? Do you
understand why this is an issue? And don't sit and talk right
away. You have to ask and wait for answers. But I'll tell you in that
dialogue, the camera starts it because it's right
there. You can't hide it. And again, to me, If you can't show
the crack or you can't show the space or you can't show the cavity in

(40:42):
there, then you shouldn't be recommending the treatment.
Wow. Right? You need to show Now it's not even just that.
Sometimes you have to, combine it with an X-ray, but even now we have
the digital X rays. You popped that up on a TV. Now it's in a
big TV screen not this tiny little film that you used to show.
So we have to be able to show, show and tell,

(41:03):
show and ask, even better. Right? Wow. Amazing. So, I
mean, the the intraoral camera has really changed the way that that people
practice dentistry, hasn't it? It has. I I I can't the two
things I can't understand how anybody could practice without any more
is intraoral camera number 1 and number 2, the the magnifiers,
the loops. Yeah. Because when you see times

(41:25):
4 and you're sitting upright, number 1, right? That's another big
thing. Right? We should try it as ergonomic and upright as we can. That doesn't
always happen because some patients just don't have the same, you know, physical
attributes that they can lay all the way down. Maybe they feel like you gotta
put them up so you have to get in there more. But
those loops, when you see magnification, but then you take

(41:47):
them off, it's a little scary to realize what you didn't
see. So if you don't have that magnification putting you
right up on top of that, is your treatment really even with the
best eyes? I I had great ice cream. Only in the last year or 2,
do I need readers? And it's just for reading because I got notes in front
of me. Otherwise, I don't I'm my outside dish is great. But when

(42:08):
you do that in dentistry and you're working on a very small
little part, a little tooth, a little cavity in there, you should be
able to hone in on that with really good magnification. I
just I can't believe that you're doing your best work
if you don't have manification. Wow. No. So so
powerful. Right. Once again, it's it's show and ask. Right? You can

(42:30):
actually show the patients what's going on in Yeah. And as we
kinda come to a close here, right, I I do wanna talk a little bit
about the role of coaching and and and why use a coach? Why
does it matter? You know, Dennis, they're always getting bombarded with, you
know, hire this coach or hire that marketing company and everything will get better. Like
like, what's the role of a coach in a practice? How do you view the

(42:51):
role of coach. Well, and again, for me, coaching
was something I got into, not just, because I
absolutely wanted to, but I had after 30 years.
I had some really bad vertebrae in my neck and one day after a 4
hour cosmetic procedure. I got up from the chair and I got zinged in the
neck and it never got better. It got worse and worse every day for about

(43:12):
8 weeks till I finally went back to my doctor and he said, listen. You
were surgical 4 years ago, but you needed to believe it. And now your C4
through 7 is ruined and you have to have a fusion and you are not
going back because when Dennis sit themselves at 45 degrees. He said that
£10 head turns in about £49. And he said if you don't believe it
hold a bowling ball out in front of you, so we do a lot of
damage. So, you know, I had

(43:36):
had consultants pretty much at least 27 in my 30 years, even up to
the very end. Dentists are fantastic
at what they do. Dentistry. One thing.
Dentistry. It's what they know. But what about what
we talk? What about the marketing and the accounting and, you know, even learning how
to schedule learning how to run the computer in the front office, learning how to

(43:58):
bill. Oh my gosh. I mean, it just it gets bigger and bigger and
there's maintenance issues. There's all these things. There's a lot of hats to wear and
and we're not taught any of them. So now you're just
thrown in it and and, you know, it's it's like the story of somebody's
grandpa. Yeah. My grandpa took me out in the boat and he threw me in
the pond and I had to swim to shore. Well, that worked great, maybe, but

(44:19):
what if it doesn't? Right? I mean, that's really what we're doing. We're being thrown
from the boat and being made to swim. A coach or
consultant, what if you add somebody who's been there and done that? And that's why
I feel like this was the natural progression for me. My next
chapter because I have done this. I've seen this. I've worked through a lot of
these problems. My coaches,

(44:41):
for what they did for me in my practice. I would've never I would've
never been in that top 5%. I would've never
had the practices that that I had and and the, I mean, gosh,
we did so much dentistry, but they taught me systems.
They taught me efficient They taught me all kinds of things and they
taught me again those business practice, like I said, to understand all

(45:03):
those facets of your business, you don't have to a 100% dig
down deep into every one of them. Again, it might be overload, but you darn
well better understand how they all work, why they work, and
what needs to happen in there so that something goes wrong, you'd see it
because things go wrong. You change employees. Things
happen. Now you've got new employees. How did they get trained? Sure. You could

(45:25):
call 1 of the training companies come in there, but what if they're not exactly
training the way you wanna do it? Right? So coaches
and consultants in dentistry because of all those many hats,
they will be they will be your liaison through And and the other things a
lot of dentists are are solo practitioners. They
don't have anybody to bounce stuff off of. They don't have anyone to talk

(45:47):
to. You don't wanna go home and and chat with your spouse all night about
your dental woes. I mean, that's that's not what you you gotta leave the office
and leave that back at the office. Right? You can't do that all the time.
But what if you had a partner that wasn't a partner that you
had to share the wealth within the practice? Right? What if you had
something somebody actually cared to help you through these problems and

(46:09):
have 2 sets of eyes on these, right, 2 heads better than 1. Yeah.
Help me. Help me tremendously, man. So That's why I'm excited to do it.
I I I think it's fun. I love the business side. Yeah.
No. And and I can tell your passion coming through. Alright? Just I love your
excitement about it. Love watching you get get lit up because it is so powerful.
And so for a doctor who may be thinking about, you know, getting a coach

(46:31):
or working with a coach, How do you start asking questions? Like, how do you
find a coach who's right for you? That that would be the top
part, right, but you need to talk to them. Like, so for me, if anyone
goes to coaching for success.com, which is my business,
I've got a link that you would book a call with me for, like, 20
to 30 minutes. It's absolutely free, absolutely complimentary

(46:53):
where all we're gonna do is sit and talk. I'm gonna do what I would
do with the pay. I'm gonna ask questions. I need to know where you're at.
What you think is the problem. I need to ask a lot of other questions
that maybe I can find that there's some other issues that you don't know about.
And then we have to see if we're a fit. Right? That's a big thing.
I'm not here to tell you that I'm everybody's cup of tea. I'm not here

(47:15):
to tell you that I can help absolutely everybody. I can help a lot of
people, but we should talk about that first and way
too many people out there consultants. They really don't they don't really
give you that and it's just, you know, you either take them or you don't
or they're a little arrogant. Well, I've done this so long. I don't need to
explain myself. Oh, you kinda do. I don't know. And and the

(47:35):
other thing I have a little bit, I'm not saying they're bad because there's a
lot of good ones out there that way, but would you rather have
somebody who's just your consultant coach who never did what you
did. Right? I mean, I'm not sure I'd be
the best consultant for somebody who's you
know, in in I I'm just trying to

(47:56):
think of of something who who runs who runs, little grocery stores. I
never had a grocery store now. I don't know, but I did run double
practices. So some people just come from the business side and they consult
and they coach this and that. Fine. I'm not sure they're bad at it this
and that, but I think where the rubber meets the road is having
somebody else who did and lived what you're doing. Because

(48:18):
I can absolutely understand and absolutely been there. And
I know how to fix some of those things. A lot of those things.
Yeah. And and I would agree. I think that the the industry
specific makes such a big difference. So I'm part of several mastermind
groups, several coaching companies. And I I spent a fair amount of my
budget on coaching, and most of them were very industry specific

(48:41):
because I learn a lot from my peers. Right? When you're with your peers, people
who are in the trenches, you learn stuff that that a general business
coach who's super valuable, right, the the life coaching, the mindset.
Like, all that's really important. Yeah. But sometimes you need the nitty gritty
of, like, how do I deal with that angry patient? Or, like, How do I
increase communication with my team? Like, right? How do I do those things? And that

(49:03):
industry specific is so important. So so I'm in agreement with
you there. And that's and that's exactly what we do. We just go
down piece by piece and all the little subjects that you want to
address. We talk about those things and then see know, if we wanna work on
those together and then and then go from there. So it's it's a it's a
pretty nice program, and and we've got some great successes. Well, I and for those

(49:25):
who have hung around for the end, you have something special for everyone. Don't you?
And I've put a a link below so they can find you, but but what
is it that you're willing to do for everyone listening today? I am willing to
take $800 off of our of our coaching
blueprint program that we started. It's typically a 6 to 8 week program to
start You can go month to month after that. The cost come come down quite

(49:45):
a bit, but $800 off the initial for anybody who has
seen in, this episode in the 1st 4 weeks after this
airs, I'd be happy just just, again, book a call. Let's talk first. Again, there's
no obligation. Let's talk and see if, I'm a fit that I can help
you and we can go from there. Oh my gosh. What a generous offer. Thank
you. I I I hope people take advantage of that, and and you should take

(50:07):
advantage of it. And, you know, you mentioned that fit part. I actually wanna ask
an interesting question. Who's the wrong kind of person to talk to
you? Somebody who thinks they know everything.
You know? Listen, no offense to anybody, but I've seen this a
million times. Right? I was a CE junkie. I went around
the country. I learned from the best of the best. I flew all around to

(50:28):
find out what I could do better both in business and and in clinical
skills. But I would meet these people, talk to them at
lunch, talk to them afterwards, and and network a little bit, and
I heard it so many times. Wow. That's never gonna work.
You just sat through this thing for 2 full days. You flew across the
couch. You're not gonna try this. This guy's successful with this.

(50:51):
This gal does that with this, and she's killing it. I mean,
You're not get you're here because you're not killing it. So
why wouldn't you try something, right, that whole thing insanity? Trying to do the same
thing over and getting a different result. Doesn't work. Right? I want you to try
but a lot of dentists pretend to be open and
they're not open. I will not work with a client who

(51:13):
thinks they know everything and who wanna argue that this doesn't work and that doesn't
work. Okay. Because if you don't think so, it
won't, it won't work. Right. Be right. Yeah. Right?
Whether you think you can or you think you can't, you're right. That
is true. Very true. Yeah. It reminds of a funny story years
ago. My parents had this little mountain log cabin, and this was when

(51:35):
Airbnb was first coming out. And I said, hey, mom. Hey, dad. Let's put this
thing on Airbnb and see what happens. My mother says that will never
work. No one's ever gonna rent the cabin. Right? Because Airbnb was new. People
didn't have this concept. She's like, it's not we ended up being one of the
most popular properties in the entire area and we still are.
And, right, of course, it wouldn't work until you do it, right, whether you think

(51:57):
you can or you can't. You're right. And so I think that's also the value
that you as a coach can bring is you can show people what's possible. I
know that's what I try to do with my clients is is really encourage them
and and help them dream bigger than they've ever thought and then support them
more than they've ever been supported. That goes along with one of my favorite business
sayings that I I use all the time. What would

(52:19):
you do if you weren't afraid? You can answer
that. You're on your way because there's so many things that
people think about or would like to do, and then they go, you know, I
don't well, what if you weren't afraid? What? What about the what
about the, you know, the Airbnb? What if you tried it? And yours
worked. I mean, right? There's a lot of things out there. What if I tried

(52:41):
a new system of fillings or a new system due to root canals. What
if I tried to build patients in a different way or whatever? If
it doesn't work, you can always go back. Yeah. So true. What's
wrong with trying? What if it works? Oh my gosh. Yeah.
Exactly. So, well, hey. Thank you again, Corey hearing so generously,
write coaching for success.com. We've put the link down below. You can find

(53:03):
it in the chat. And any closing thoughts before we sign off
here. Oh, man.
Closing thoughts. You know, dentistry is a great profession, but it isn't
easy. Right? And everybody knows it. It's it's wonderful, but there are
ways to make it better, not only for you, but for your team and for
your patience. And if I can help in any way, I would I would be

(53:24):
super excited to to help do that. Wow. Well, hey. Thank you
again. I I know I certainly know what some of the little things to focus
on and even thinking through my business. Right? I wanna focus on the things that
matter. So Thank you for helping it get focused. I know I have new insights
and mindsets and tips, and I certainly feel excited and revved up. And
I know if you've listened to this, you certainly have too. So until next time,

(53:46):
we'll see you again here soon on the Dental Wealth Nation Show. Thank you again,
Corey. Thank you. You've been
listening to Dental Wealth Nation. We hope you've gotten some
useful and practical inform the
strategies used by today's most successful individuals and

(54:08):
families and help maximize your net worth so you can take
even better care of the people you love. Till next time, make
sure to hit the website at dentalwealth nation.com.